This qualitative case study examined leaders’ shared data use, a process of translating data into action (Bernhardt, 2013). Understanding data use is considered conceptually by attending to the assistance relationships shared between central office leaders and principals in the context of turnaround. Such relationships are marked by occasions during which members share expertise by modeling practices; the modeling informs how systems, structures and subsequent practices are introduced and even reinforced for newer members. I focused my analysis on four manifestations of data use: data’s influence on adjusting leadership practice, data’s ability to inform instruction, data use’s benefits from technological advancement, and the intentional promotion of resilience. Data collection included document review as well as interviews with central office leaders and principals. Findings evidenced the nature of both central office leaders’ and principals’ data use as well as revealed a remarkable degree of commonality in the language and practices these leaders shared. The results of this study indicated that assistance relationships are a functioning element of leadership in the turnaround context. This study supported the research that leaders’ shared practice of data use benefits student growth and achievement in line with state-determined assessment and accountability targets. Recommendations include additional research into Lawrence Public Schools’ data use to further inform a blueprint for comprehensive district-wide reform as well as the development of exit criteria from receivership.